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| Criterion |  Product Discovery Kano Model |  Operations Kaizen Event |  Operations Process Mapping |
|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-2 Tage | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 10-50 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | SatisfactionPrioritizationCustomer | LeanContinuous improvementOperations | ProcessOperationsImprovement |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
